For months, I’ve blogged about the reasons why battle cards are important, ways to evaluate battle cards, and most recently, the need for standards to tighten their value and give battle card creators and users common ground. In an upcoming webinar, that is open to the public and free of charge. I will tie this theme together with a focus on business impact.
Join me on September 7 for a public webinar by Forrester – Register here.
On the webinar, I’ll tackle a straightforward question:
“How do sales enablement professionals work cross-functionally to optimize sales content about competitors for reps so they can improve the win rate in competitive deals?”
I’ll outline the path forward for sales enablement professionals to collaborate with their peers in marketing, product management, and competitive intelligence to build better battle cards by:
Focusing on the problems that buyers are trying to solve
Prioritizing the criteria that drive buyer choices in purchase scenarios
Shaping your content based on how buyers perceive your company and competitors
Communicating the benefits and results that buyers care about
Over the past several months, I’ve had conversations with a lot of technology vendors about "overcoming sales training challenges." While all of the people I talked to fall into the Sales Enablement function, (meaning they come from product groups, marketing groups, and sales groups and are working to support the conversations that salespeople have) only 2 of those people were actually from within the sales training function at their company. In other words, there seems to be a lot of concern about sales training and a lot of work going on in the name of sales training but the discussion is happening outside the sales training group!
This finding led me to ask, "Is sales training strategic or tactical?" over on LinkedIn [check out some of the answers]. Taking a step back and looking through those answers in light of the conversations I've been having, I found an interesting pattern emerging.
Most of the people involved in sales training initiatives have a specific view on the role, scope, and value of sales training. This view biases the ways these people approach solving these sales training challenges or leverage training for solving the sales challenges their organizations face. At a macro level, these differing views, or paradigms, can be broken down into two camps which are often in direct conflict with one another. These competing mindsets can end up pulling in opposite directions, creating a sales training stalemate with noting really being solved and lots of money being wasted.
Here are a few examples of these different, often competing views:
During the first week in August, Forrester launched the Battle Card Standards Group to address head on the challenges and opportunities that they face in creating competitive battle cards for sales teams. This group is meeting weekly to outline industry standards to help sales enablement professionals bridge the gap between what a myriad of groups create and what sales reps actually need to win in competitive deals.
Some challenges mentioned by participants include:
“Sales reps often ask for negative information about competitors - FUD (fear, uncertainty, or doubt) – but, customers usually react negatively when reps say derogatory things about competitors.”
“We struggle to map our battle cards to (1) different selling situations or engagement models (transactional vs. consultative) and (2) the levels of stakeholders that we are addressing (influencers, decision-makers, or purchasing professionals).”
“We structure battle cards in a way that reps can use directly in their conversations with customers.”
Forrester’s sales enablement team is launching a collaborative effort with our clients and other experts to establish standards for competitive battle cards and I invite you to participate – send me an email to join.
If you are on the receiving end of battle cards today, you know the big challenge intimately because I hear you daily in my inquiries saying things like, “how can we standardize battle cards that come from dozens of different teams?” and “How do we equip our sales reps to anticipate and respond to competitive obstacles more effectively?” For those of you on the supply side, I hear you too, saying, “every sales rep asks for different things” and “we don’t have a way to measure the impact of our work, so we keep doing what we think is best.”
Stuck in the middle are the folks battle cards are supposed to be helping in the first place – sales reps – who tell me, “it takes too much work to find and use our battle cards” and “I need competitive insights, but I tap other sources that are more reliable.”
Consider the size of this opportunity! When we get this right, we will be able to connect battle cards with real business outcomes – like faster sales cycles and win rates against key competitors – and isn’t that why we build battle cards in the first place? Opportunities will advance through the pipeline more quickly when sales reps have tools to anticipate and effectively respond to obstacles created by competitors.